Case Study: IRI Global How a technology firm created a high performing culture IRI is one of the original innovators in big data and integrates the world’s most extensive set of otherwise disconnected data to help CPG, retail, over-the-counter health care, and media companies grow their businesses. IRI Liquid Data®,…
Case Study: UTS Advanced MBA Program
How MBA students fast-tracked to deep working relationships
The UTS MBA aims to enable early career professionals to either prepare for more senior roles within their current field, or to switch to new fields of business management. This includes general management, functional and specialist skills development.
Students work together during their Advanced MBA program to solve a real business problem for an organisation, supported by industry experts and mentors. As part of the assignment, participants are required to provide feedback to each other on their individual contribution as well as their collaboration and teamwork. For many students providing direct feedback to people they have only recently met can be challenging. It takes time to build the deep level of connection and trust needed for open discussion to emerge. In addition, there are often perspectives differences around the balance of workload and approaches to problem solving.
In this case study you will learn how MindNavigator created:
- To help the students build a greater understanding around their own and their fellow students’ motivations and personal work styles to facilitate inclusion and tolerance and to provide a common language for discussing and resolving tensions.
- Implementing our self-enquiry process facilitated a fast-track in understanding and provided the input for a deeper level of conversation needed to build trust in a short timeframe. By having the students take it in turns to facilitate scheduled group discussions they also built vital skills for their future careers.
We really felt that we learnt something new that could be applied in our personal and professional lives. I think the insight that practising agility can increase influence by acknowledging and appreciating (rather than instinctively undervaluing) a colleague's opposing preference when it comes to approach to change or adaptation style etc is particularly useful! We’re getting more and more out of these sessions as we work together on the project and with the client.
Case Study: King & Wood Mallesons How a law firm broke down silos and increased leadership capacity King & Wood Mallesons (KWM) is a top-tier international law firm established in 1993, renowned for its client focus and world-class capability. With over 2000 lawyers in 30 global locations across China, Hong…
Case Study: Sir Charles Gairdner Hospital How a hospital improved their leadership performance and wellbeing Sir Charles Gairdner Hospital (SCGH) was opened in 1958 and is one of Australia's leading tertiary teaching hospitals, fully accredited by the Australian Council on Healthcare Standards and located at the Queen Elizabeth II Medical…